![]() It could take 3-4 hours to find one missing equipment, and days to conduct a complete audit. This caused technicians to stop performing maintenance and instead search for their missing equipment on a 1.6 square-mile flight line. However, when the support organization would look for the equipment based off where technicians said the equipment was installed, it turns out the equipment wasn't there. Scenario: A support organization had the responsibility to account for and maintain equipment for the using organization. Let me stop here and start showing you what I mean so far in a real-world example. Instead, we will use this top critical contributing factor as our 1st Why in our 5-Why Analysis that makes up our Tailed Fishbone. Using the Tailed Fishbone, you take it another step further and identify your number one critical contributing factor. This is quite a lot when team members have full-time jobs, plus work to catch up on while they were away brainstorming. Therefore, if you're going to establish a solution for each of the contributing factors, or even for the top 4, you could end up with an action plan that has 16 or more actions. Most plans have 3-4 actions required to implement one solution. What I've learned is these approaches can heavily bog down your team's action plans. Others have instituted voting to get to your vital few critical factors. Some may choose to focus on all of the issues. ![]() What you do with that information next is the stumbling block for many. As the tool became more popular, you started seeing it used in other industries, and with changing categories too. Categories such as Man, Method, Materials, and Machinery (i.e. The Fishbone guides the thinker between potential failure modes from different categories. This is a common example seen in many training rooms and Kaizen events. Most Fishbone Diagrams will look like what you see here. Before I share my model however, let's understand the traditional Fishbone Diagram first.
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